Influence Stakeholders, Influence the World

Stakeholders hold power because they hold resources essential to firm survival. Through their exercise of this power, they produce, or not, change in business practices. The social movements of united individuals, as well as the nonmarket strategies of firms and industries designed to forestall or counter these movements, succeed or fail based on their ability to influence stakeholders. Constraints on stakeholder cognition affect how stakeholders are influenced by social movements and nonmarket strategy to, in turn, exercise their influence over firms. Herein, I overview the nature of these constraints, highlight the need for further research on stakeholder attention allocation, and discuss how the three articles in this section fit into this framework